The document discusses the impact of COVID-19 on HR practices, emphasizing the need for HR to adapt to a new normal by realigning corporate purpose, revolutionizing employee engagement, and utilizing people analytics. It highlights the importance of embracing global talent scouting, employee reskilling, and understanding the gig economy to meet evolving workplace demands. HR professionals must also address socio-cultural trends such as diversity and inclusion while transforming their roles from administrative to strategic contributors within organizations.

1. Contemporary and Emerging
HR issues in the New Normal.

2. Content • Realigning Corporate Purpose
• Revolutionizing People in the
New Normal/Future.
• Harness People Analytics to
Drive Result.
• Other Socio-
Cultural/Transformational
Trend.
• Q&A
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3. Introduction
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The impact of Covid-19 on the workforce across
the globe is critical to business continuity. It is
undeniable that many changes had disrupted the
way we worked (coined as the new normal), thus
pushing onus responsibilities on the human
resources department to advise the management
on issues that require an informed decision.
It is imperative for HR practitioners to be aware of
these changes and prepare our minds and
organization on how effectively we can manage,
measure, and evaluate it. In a survey by KPMG in
2020, 81% of CEOs say HR has played a leading
role in responding to the impact of COVID-19,
proving the C-suite depends on HR to rally the
workforce through disruptive times.

4. Realigning Corporate Purpose.
• Reimaging Organisation Culture
• Agile Structure
• Refocus Organisation Safety, Health, and Wellness Programs
• Alternative Plan/ Employee Experience
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5. Realigning
Corporate
Purpose
Reimaging Organisation Culture.
HR must redefine the disrupted culture of their
organizations to the new normal. Today, there is an
advancement in work-from-home and hybrid work
styles. HR must understand and readjust HR
strategy with company's strategy and culture.
 In a survey conducted by KPMG in 2019, 79%
of CEO agreed that HR plays a vital role in
establishing the right culture for the company,
while 52% agrees that they own the employee
experience.
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6. Realigning
Corporate
Purpose
Adopt Agile Structure
HR must review the talent plan, re-
engineer the scalable organization
structure, and adapt to present and
future change.
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7. Realigning
Corporate
Purpose
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8. Realigning
Corporate
Purpose
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9. Revolutionizing People in the New
Normal/Future.
• Global Talent Scouting.
• Employee Experience in the New Normal.
• How to Track Performance Remotely?
• Talent Reskilling and Upskilling.
• Gig Economy.
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10. Revolutionizing
People in the
New
Normal/Future.
Global Talent Scouting.
• HR is facing the challenge of matching talent
with new skillsets within their location.
• HR must have a global mindset while
maintaining local regulations guiding
industrial relations.
• Source for talent globally to meet company
demand.
• Global culture intelligence
• Understand Global Reward System (Big Mac
Index, Consumer Price Index, Purchasing
Price Parity, e.t.c)
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11. Revolutionizing
People in the
New
Normal/Future.
Employee Experience in the New
Normal
• Employee Engagement for WFH,
Hybrid workers
• New Work design and architecture.
• HR budget Vs Cost Reduction Policy
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12. Revolutionizing
People in the
New
Normal/Future.
How to Track Performance Remotely?
Tracking productivity for employees working
from home and those working hybrid remains
a challenge in some organizations today.
The HR professionals must seek digital
software that tracks and analyses employee
productivity online and can communicate
feedback to employees in real-time.
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13. Revolutionizing
People in the New
Normal/Future.
Talent Reskilling and Upskilling.
KPMG survey (2020), "Overall, reskilling was ranked in that
year's HR survey as the most critical factor in shaping future
workforce composition. 72 per cent of respondents say that it
is important.
As the world adopts change, companies are facing the
dilemma of whether to release their non-tech talent or train
them to meet the present-day demand
. HR must project a learning and development strategy that
would improve employee competencies to meet new work
demands
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14. Revolutionizing
People in the
New
Normal/Future.
Gig Economy.
• The emergence of independent contractors and gig workers is
creating new employment relations driven by cost reduction
and risk transfers to the workers. Examples of gig workers
include uber drivers, food delivery drivers, e.t.c
• According Mastercard, global gig-economy transactions
is forecasted to grow by 17% a year to around $455 billion by
2023, (Charlton, 2021).
• HR professionals must be aware of the laws guiding gig work
and how the authorities classify them under the employment
law. For example, in Spain, gig workers are classified as a
wage laborers. In America, it remains a court case with
California court declaring them as workers late last year. In
Ontario Canada, bill 47 forbids employers to classified gig
workers as independent contractors unless approved by the
Ministry of Labour.
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15. Harness People Analytics to Drive Result.
• Evidence-Based Analytics
• Emerging Technologies
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16. Harness
People
Analytics
to Drive
Result
Evidence-Based Analytics.
• The inability of HR professionals to transform data into
diagnostics and predictive analytics that could
guide top management to make informed decisions is a
significant factor why HR is losing value in the board
room.
• 60 per cent of CEOs and executive vice presidents
(EVPs) surveyed say that their organizations consider
HR to be an “administrator” rather than a value drive
(KPMG, 2020).
• Evidence-based analytics could be diagnostic (what is
happening now and its impact on business) or predictive
(what will happen in the future and impact on business).
• Data now drives all HR value chains, and any HR who
refuses to learn this new skill will become obsolete.
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17. Harness
People
Analytics
to Drive
Result
Emerging Technologies.
• The emergence of new technology like blockchain,
Artificial Intelligence, Virtual Reality, Augmented
Reality, and Robotics is becoming a significant
threat to humans and global employment.
• HR must lead and drive the digital transformation
strategy in their organizations to cut costs and
promote efficiency.
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18. Other Socio-Cultural Transformational Trend.
• Diversity, Equity, and Inclusion
• Degree v Competence
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19. Other
Socio-
Cultural
Transform
ational
Trend
Diversity, Equity, and Inclusion.
 HR must be aware of human rights laws and endeavour to
promote them. E.g., women, visible minorities, the disabled and
indigenous persons.
 HR must use digital analytics to tell compelling stories on the
DE&I impact.
 71% of HR professionals are female by Workplace Diversity Report (Recruiting
Headlines, 2019).
 65% of HR professionals identify as white, with the next highest representations
at 12 per cent Asian and 10 per cent Hispanic. These figures may seem
disheartening considering HR’s role in leading diversity and inclusion efforts.
(Recruiting Headlines, 2019).
 Pay Equity is an issue in HR too. While female HR practitioners earned an
impressive $91,981 a year on average, their male counterparts earned almost 13
per cent more, or $103,644. In other words, for every dollar male HR
professionals earn, females earn just $0.89. (Recruiting Headlines, 2019)
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20. Other
Socio-
Cultural
Transform
ational
Trend
Degree v Competence.
Silicon Valley Corporations do not care about
degrees but what you can bring to the table.
Google developed a free learning platform (Google
Digital Garage) where anyone can learn new skills
required to get a job today.
HR must be aware of the company’s culture on
degrees when drafting job description or formulating
career ladder criteria.
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21. Other
Socio-
Cultural
Transform
ational
Trend
HR Dilemma Today (Questions).
• Is the return to Work more productive than Work
From Home?
• Can I reduce Employee salaries because they work
remotely?
• We don’t have any policy in place concerning
vaccines. What can I do?
• Can my employee terminate my contract if I refuse
the vaccine?
• Employees are asking for pay raise due to high
spending on utilities. Do I grant it or not?
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22. In recent times, HR has evolved, and there is a
paradigm shift in the organizational expectation of HR
contribution to the Company's bottom line from just a
support system and a cost centre to more of value
and profit system.
HR must be equipped with commercial acumen,
financial intelligence, customer/market knowledge,
tech advancement, and globalization, keeping the
business sustainability and stakeholders' ROI in mind.
For HR to thrive in the coming years, it is pertinent
that we adopt change and operate in the new normal
for us to keep our seats at the C-suite level.

23. The way to
get started
is to quit
talking and
begin
doing.

26. References
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